Keenan 411

Jim Keenan is a Senior Sales Executive, Enterprise 2.0/Web 2.0 Connector, an Entrepreneur still trying to get it right, and a PSIA Certified Ski Instructor for Vail Resorts. Husband to Big E and father to four great kids. In a nut shell, I'm a Sales Guy. Life is good!

It’s No Longer Good to Be Anonymous

anonymousFor most of history, anonymity was the goal, especially in the U.S. Americans love their privacy. We have taken pain staking efforts to protect our right to privacy. The idea that people could know things about us, without our consent goes against everything we’ve stood for. For the entire 20th century Americans, and I suspect most of the world, tried their best to control what people could know about them. Much was done to limit personal information, for fear that too much information in the hands of others could be used against us.

In George Orwell’s classic book 1984, Big Brother learns of Winston’s fear of rats and makes him betray Julia, the woman he loves, by threatening him with rats.

The door opened again. A guard came in, carrying something made of wire, a box or basket of some kind. He set it down on the further table. Because of the position in which O’Brien was standing. Winston could not see what the thing was.

” The worst thing in the world “, said O’Brien, ” varies from individual to individual. It may be burial alive, or death by fire, or by drowning, or by impalement, or fifty other deaths. There are cases where it is some quite trivial thing, not even fatal.”

He had moved a little to one side, so that Winston had a better view of the thing on the table. It was an oblong wire cage with a handle on top for carrying it by. Fixed to the front of it was something that looked like a fencing mask, with the concave side outwards. Although it was three or four metres away from him, he could see that the cage was divided lengthways into two compartments, and that there was some kind of creature in each. They were rats.

” In your case “, said O’Brien, ” the worst thing in the world happens to be rats.”

Winston was petrified of rats. Big Brother knew this and used the information to control him. For most of our existence we’ve felt this way and Orwell’s scene brilliantly portrayed those fears by highlighting the most extreme examples of private information being exposed. Our country was founded on the idea that governments were corrupt and that our right to privacy was paramount to our protection. (There is still debate in the legal world on weather there truly is a “right” to privacy and whether or not it is protected by the 14th amendment.) But despite our history, privacy will not be our legacy. Anonymity is quickly becoming a liability not an asset.

Despite the best intentions and vision of our forefathers and Orwell, they could never have seen the Internet. The internet is creating a world and a culture where being invisible will make people just that invisible.

As more and more people join social networks. As sites like Twitter, Facebook, LinkedIn grow in popularity, they are being embedded into our daily lives. Not for entertainment but as part of day to day social and work routines. We are embedding these sites and others into our lives, and our work. We are beginning to rely on social media for our news, for our jobs, and for our relationships. The utility of social networks is growing and growing fast. This mass rush to join and use social networks is creating an interesting conflict; private vs. public and private is going to lose.

With more and more people available on line, via Facebook, LinkedIn, Blogs, Twitter, Beebo, etc. It is becoming common place to Google someone before engaging them. People are Googling each other before going on dates. Recruiters and employers are searching LinkedIn before they reach out about job openings. College admissions are reading Facebook and Myspace pages during the admissions process. Blogs are creating new industry leaders and experts. The number of followers a person has is beginning to have credibility. We are beginning to rely on the information we get about each other before we make decisions or engage one another. And if we can’t find information online, if someone doesn’t have some sort of online presence we dismiss them. Being invisible is beginning to have a cost, a big cost.

Moving forward, holding on to your information, tightly controlling what and when people can learn about you will put you at a decided disadvantage. The need to protect ourselves from the Government and misuse of information is quickly being usurped by the benefits and need to promote ourselves in order to compete. Our efforts need to move from protecting our privacy, to managing our privacy. The focus now needs to be on developing a strategy for our personal brand. We now have to learn self-promotion. We have to learn what information to share, how often, and in what channels. We have to be able to consciously share publicly about ourselves, who we are and the value we bring. We have to learn how to build and manage our personal brands by divulging our personal information. We are moving into an era where personal brand is as important as corporate brands. It won’t be OK not to have a brand. It won’t be OK to be anonymous.

Anonymity had its purpose and it’s place. But things are changing. Today and even more so in the not so distant future, anonymity will mean invisible, literally, and nothing good will good come from not being seen.

Knowing When to Say No

funny-flowerVery early in my career, one of my best friends said something to me.

He said; “Keenan, your an opportunist. That’s what makes you so good.”

My buddy was right, I am an opportunist. It may have been what’s made me good, but it’s also been my achilles heel. Early in my career, everything was an opportunity. I could see the benefit, the upside, the angle, the opportunity in almost everything in front of me. Like an over zealous Labrador puppy I would zero in on every opportunity and pursue them until I got them. This drive and ability to see opportunity served me well early in my career.

As my career moved a long a funny thing began to happen. This skill or trait of mine began to cause me problems. As the opportunities became more complex, with higher stakes, I began to fail more often. I would waste time chasing and at times catching opportunities that weren’t worth the effort. My naivete would get the best of me and although I would see great opportunities I would be ill equipped to capitalize on them. I would miss the risk. I would underestimate the effort. I would miscalculate the return. My greatest skill was now getting in the way.

As time has passed I’ve come to see why. The skill is not seeing the opportunity in everything, it’s being able to see the right opportunities among all the opportunities. Seeing the opportunities is the skill, choosing the right opportunities is the talent.

I was recently approached by a recruiter who represented one of our competitors about a significant position. After a short call with the recruiter, I expressed my interest. The opportunist in me took over. I could see tons of opportunity for my career, my bank account, and my personal development. As we ended the call the recruiter agreed to send me more information on the position and we were going to talk once I had a chance to read.

As I read the information, it occurred to me. This isn’t an opportunity for me. Although there were some opportunities, overall it wasn’t an opportunity. The competitor is a distant 4th in our space. Their North American revenue is less than 50% of my current companies. Our industry is expected to decline or stay flat over the next 3 years. Powerful new competitors such as Microsoft are entering the space and are a real threat to the legacy players. In my current position, I have never lost to this competitor. I don’t think this company can achieve a leadership position in our space.

Five years ago, I would have fought tooth and nail for this position. I would have done everything to get it. I would have zeroed in on the opportunities with tunnel vision and ignored, or justified the negatives. Today, I see it differently. I don’t want to work for the #4 or #5 company in our space. Our space is going through tremendous change. Enterprise communication is changing rapidly. Going to work with a back of the pack legacy company is not an opportunity. It’s a risk. My team would have to work twice as hard to compete. Recruiting top talent would be a huge challenge. Retention would also be a challenge. These and other challenges are amplified when you aren’t the leaders in your industry. And all of these things make the job that much more difficult. I don’t want to work for a company that isn’t positioned well to compete with the new competitors. I want to work were to work there is an opportunity to win. Therefore, I graciously declined moving forward.

Being an opportunist is great, you see thing others don’t. However the key is to see the RIGHT opportunities and until you do, know when to say no.

What Really Motivates Sales People

You hear it all the time, Sales people are “coin operated”. Sales people are motivated by money. I’ve meet managers often who look for sales people motivated by money. They say; get your sales people spending, buying those new cars, and big houses. Get them hooked, and you’ll keep them motivated. I don’t buy this and never have. I WON’T hire a money motivated sales person or manager.

Money doesn’t motivate me and I won’t hire someone is motivated by money. Money is an incentive and shouldn’t be a motivator. Anyone who is motivated by money can only go so far. Tiger Woods wouldn’t be Tiger if he is motivated by money. He has more money than he can spend in a lifetime, literally. Tiger is motivated by accomplishment, desire to the best ever, and the challenge of cementing his legacy. Successful people aren’t motivated by money.

In a recent post, I asked what motivates sales people and shared what it is about selling that motivates me. The post created a lot of discussion on LinkedIn (if you can’t see because you are not a member of this group I’m sorry, but feel free to join. I’m hoping Disqus can find a way to bring those comments in as well.) Based on the discussion my assessment is fairly accurate. It’s not money. Rewards was a common theme. I think rewards is more about recognition than money. Only two people said money, the rest talked about accomplishment. Here are a couple of comments from the discussion.

“pat on back and recognition” - Raj Peesa

“Being able to accomplish a breakthrough sale and being seeing as someone who can achieve the impossible for others is my motivation. Money is nice but self-satisfaction, and peer recongnition, is the inner motivators. Of course a nice dollar bonus makes it easier to celebrate my success.” -Rich Delaney

“Great article, the chance to be a fixer and enhance the customer’s life is a great thrill. When all cylinders fire, there is no better feeling!” -Tom Tompson

“Thought provoking article. Often we assume that money is the great motivator, even when we know that for ourselves that is not true. For me, it’s recognition. A pat on the back, or a “job well done!” sends me back into the trenches smiling every time.”Valerie Thomison

Money motivates few people. Despite common misconceptions, sales people are not motivated by money. They, like others, are driven by accomplishment, self-actualization, challenges and recognition.

A perfect example is the introduction and proliferation of crowdsourcing which is proving that money is an incentive and not a motivator. People in many different areas give their time and knowledge for free for a chance to participate in something bigger than them, whether it be Wikkipedia, or IStockPhoto. Money incents behavior, it steers us in one direction or another however it doesn’t motivate us to keep going. Money is an incentive not a motivator.

Hard Work is Unreasonable

chickenwork

We live in an odd society.  We worship the successful, yet vilify their path.  Being successful and at the top of your profession takes hard work.  It takes the type of hard work most people call unreasonable and it is unreasonable.

It’s absolutely unreasonable to work has hard as Tiger Woods, or cellist Yo Yo Ma. After each major tournament round Tiger Woods hits as many as a 1000 balls on the range.  That’s after he’s just played a round of golf.  Tigers dad made him hit ten, 10ft putts in a row before he could quit.  (I’ve tried this, after 3 hours I gave up).   Michael Phelps spends over 40 hours a week in the pool.  This DOESN’T include working out and his non pool training.  Lawyers looking to become partner can routinely bill 80 hours a week.  It takes unreasonably hard work to be the best.

Hard work has become cliche.  I don’t think most people can truly comprehend the concept of real hard work.  The work required for the lifestyle most people want has too often been labeled unreasonable.  It’s unreasonable to work on the weekends.  It’s unreasonable to work on vacation.  It’s unreasonable to sit at a piano for 8 hours straight.  It’s unreasonable to practice for 12 hours a day 6 days a week.  It’s unreasonable to be on the road 6 days a week for a year.   It’s unreasonable to have to work that hard.   As a society we’ve come to expect it is unreasonable to work hard.  I agree.  It is unreasonable.

However, working unreasonably hard, creates unreasonable salaries and wealth.  Tiger Woods could never spend the amount of money he’s made to date.  His wealth is unreasonable for a person to have but it’s commiserate with his unreasonable work effort.  Reasonable effort gets your a reasonable salary.  No effort gets you no salary.  Substantial effort gets you a substantial salary.  Unreasonable work effort gets you unreasonable reward.

The next time you are faced with an unreasonable work load don’t do it. You’re right it is unreasonable.  Just remember, you get what you work for.

It Doesn’t Just Happen

Getting better at things just doesn’t happen. Being a better surfer not only takes practice, it takes a commitment to learning. To be a better chess player, you have to study the game. To be better at sales you have grow your business acumen. Learning takes an open mind. It takes commitment and it takes humility. When we are good at something or do it for awhile, it’s easy to stop learning. There is a cost if we allow this to happen.

To keep learning:

Be paranoid, expect that at any moment someone is looking to take your place.
Spend an hour a day reading blogs in your space (surfing, sales, chess)
Accept there is a lot you don’t know
Meet with someone who is better than you weekly or at least monthly
Mentor someone new, you will learn as much from them as from your mentor
Try a new approach, tactic or method
Fail
Join FaceBook, Twitter, LinkedIn
Start a Blog and post a least twice a week
Become an expert in a specific tool or method in your profession, (build surfboards don’t just surf, become an expert in Salesforce.com, be an expert in the history of chess)
Challenge a conventional method

Learning doesn’t happen by accident. It’s a commitment. Staying current, getting better, and increasing your value takes learning. When is the last time you took the time to learn something new? How much of your day is spent on learning? It should be a lot. It’s what makes you better.

To Be Good, You Have To Think About It.

philosophy_brainHow do you see your job? What is at the essence of what you do?  What is essential to being good? What is critical to exceeding expectations? What does it take to the best in your profession?

Being good at something requires more than practice and effort.  It takes a philosophy, a clear understanding of how to create excellence.  It’s about being intimate with the smallest of details. It’s about a deep knowledge of the tools, the users, the industry, the materials and  the processes.   It’s how you bring them together better than anyone else.   It’s about creating your own unique philosophy on how you do your job.  It’s a personal career philosophy.

This is one of the best career philosophies I’ve ever seen. It’s from a person who restores antique furniture;

“First, one must have a real respect for the piece.  Next one should want to discover what the original maker had in mind.  Then, for the sake of the piece, preserve its history and restore its beauty for the owner.”

You only have to read this once to recognize this person sees a real difference between restoring furniture and restoring antiques.  What type of job do you think they would do?  How do you think they are different than other restoration professionals?  You can’t help but believe this person is better.

Do you have a career philosophy?  Are you deliberate in what you do?   Is there a specific outcome you try to achieve that is far better than the status quo?  How do you do your job differently than every other person who does what you do?

Millions of people go about their job everyday.   Doing it as it comes.   Unfortunately, very few people own their job.   They don’t have a clear vision of what they are trying to accomplish and why.  They don’t look to differentiate themselves through how they do their job.  They just look to differentiate through what they do.

I ask every person I interview what their philosophy on sales is.  If it’s a leadership position, I ask for their leadership philosophy.   Having a philosophy around the things you do makes you better.  It says you’ve thought about what it is your doing.  It gives insight into how you do it.   It tells me and others that you actually think about what you are doing.

When people think about what they are doing, they make it better.  They improve on it.  They expand it’s value and in the end that is better for everybody.

If you’re looking for a great antique restorer I know one.  If your looking someone who is really good at something else, just ask them their philosphy.  You’ll find ‘em.

Who Would Want to Work For You?

Auren over at Summation had good post on Making A Decision On What Job To Take

It was simple. If he were an engineer deciding what company to go to, he would optimize on the following five things (in no particular order):

- how smart my coworkers are

- how enjoyable my coworkers are

- the potential of the company

- the opportunity to work on really hard and interesting problems

- having the responsibility to execute on solving these problems

I like these questions.

Therefore; If you run a company shouldn’t you be working on:

-Having extremely talented employees

-Having fun, engaging, employees

-The future growth of your company

-Creating a kick ass environment that challenges all the talented people working for you

-Creating thought leadership and empowering your employees to make decisions and take action

In tough economic times it’s easy to forget about these things. But the tide will turn. Having an organization were talented people want to work, takes work.

Why would I want to work for you?

A Sales Guys Take on the Job Hunt

Lately, I’ve had a number of friends send friends to me who are looking for work. I’m always open to meeting, however, I rarely have any opportunities to offer up. Once it’s realized I’m job opportunity broke, the conversations usually turns to network and improving the job search. I’m not sure why my friends send people to me, but over the years I’ve dolled out the same advice –treat it like sales.

A received an email today from, yup you guessed it, someone looking for work a friend forwarded to me. Thinking about my response to him, reminded me of an article I wrote for the Rocky Mountain News 7 years ago.

A sales guys take on the job hunt:

You can see it as you’re looking through the storefront glass. the shiny red bike with the banana seat and the cool slick, tires is calling your name. You can picture the feel of the bike under you as you’re cruising through the neighborhood on a warm June day. You imagine the neighbor kids who stop playing to check it out as you ride by. You envision the exhilaration of pedaling as fast as you can down the street on this awesome, quintessential mode of kid transportation.

Do you remember how badly you wanted wanted this bike? Can you recall dreaming of the impact this bike could have in your life — how you would do just about anything to have it?

Today’s job market is the storefront window.

Are you a shiny red bike? Do employers press their face against the glass, wishing you were available to them? Do they imagine how much easier their life would be if you were on their team? Do they envision projects getting done faster, new clients coming through the door and their boss slapping them on the back praising them for a job well done?

Those who are successful accomplish this. They instill these powerful images and emotions in employers. They get employers excited about them. They craft compelling messages designed to communicate their impact in an organization. They build powerful visions of success, delivery and accomplishment.

To be successful in today’s job market, you must move beyond the traditional approach and build your own vision of success rather than over-emphasizing what you have accomplished in the past.

All too often we provide information about our past and what we did, offering little in the way of future results or vision. Employers are left with the unenviable task of interpreting our past accomplishments into future performance. So, use your experience and credentials to support future action — not just past accomplishment.

If you area a sales person, talk about how you will penetrate new markets, or how you will shorten sales cycles and drive revenue faster. Offer employers something they need. Keep in mind you are providing a service. The employer should be able to understand quickly what you’re offering and why it is beneficial. Your objective is to provide the employer with a picture of you working for them, to create excitement about how their organization will be beter because of you.

To build vision, think about these questions:

-What am I offering that they need? This is core to creating a powerful vision. Employers have needs: corporate goals that must be met, projects to be deliver, markets to penetrate, revenue to be generated, etc. Communicating your value in terms of what employers need will set you apart from your competition. A vision that does not meet a need is no vision at all.

-What impact do I have in and organization? Have you ever stopped and asked yourself what impact you have in an organization? What is it you bring to the table and how is the organization affected? We have become proficient in explaining what we did. But when looking for a job, it’s the best to look forward. When asking the question, “Why should I hire you?” employers are not looking for your credentials but an idea of how you will impact their life, team and company. Be prepared to give it to them.

-What objectives do I try to achieve? Far too often we are fixated on our credentials, never providing insight to our objectives. Offer employers the concrete measurable objectives you look to accomplish in your role. Ask yourself: as a (my role) I look to accomplish the following: Providing a vision of accomplishment only improves your probability of success.

-How do I measure success in my role or position? When we are good at something we now it. We know when success has been achieved and and what it looks like. Success is an intricate piece of vision; it is the measurement against which the decision is made. Determine your “success measurements” and use them well. Tremendous momentum can be gained here. Spend time outlining what success looks like. Be descriptive, make it as tangible as possible.

Decisions are made based on perceived value. The best way to influence a decision is to is through a powerful vision. The best candidates are not always offered the job. Those who provided the most compelling vision of success will find themselves accepting the offers. My advice is to be both! Employers have a picture in their mind of what their life would be like if they could just find that perfect employee.

Paint the picture for them and remember–you are a shiny red bike!

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